This bundle of 10 videos is strictly for training supervisors and managers (let’s simplify with just “supervisors”). You get two videos that educate supervisors about all forms of inappropriate behaviours (“All inappropriate workplace behaviours”) and actions they can take (“Supervisors dealing with inappropriate workplace behaviours”). Then the remaining eight videos involve real Canadian legal cases geared towards issues your supervisors need to know about and where they get to learn from the mistakes of others. People like cases and while fictitious “case studies” are interesting, there’s nothing like the real thing, where people get a clearer understanding of what is expected by Canadian law, coming from the decision of a Canadian judge, adjudicator or arbitrator.

Whether you’re responding to a workplace incident, or you want to be pro-active with your supervisors, these videos will help your workplace to prevent and respond to incidents of harassment, bullying, discrimination and other inappropriate workplace behaviours.

Either as a stand-alone, or as an addition to the two initial videos noted above, you can show one or more of the case videos. Just as judges, adjudicators and arbitrators use cases from all across Canada, these cases come from various places. Therefore, unless you need something particularly unique for your Canadian jurisdiction, all of these cases should work for your learning objectives. These cases include:

#6. Human rights vs. letting a probationary employee go. This human rights case from Manitoba addresses the conflicting issues of the rights of an employer during the crucial probationary period and the rights of an employee regarding a human rights issue. Most employers think they can do anything they want during the probationary period, and while not completely accurate, there is a lot of leeway as the boss tries to see if the new person is a “fit.” However, human rights legislation, covering harassment and discrimination, is usually given preferential status compared to other laws. This case encourages supervisors to ensure they don’t violate an employee’s human right…perhaps especially a new employee, since everyone wants to start off on the right foot. - 13:39

#9. When an employee is labelled a “troublemaker.” This human rights case from B.C. helps supervisors to stay away from labelling people. Instead they will be encouraged to look at the performance of an employee through new lens each time an issue arises. The unfortunate aspect of this case is how supervisors became entrenched in their views of this woman, when she was just bringing forward legitimate concerns of discrimination based on her gender. This case isn’t just about gender/sex discrimination, it’s about taking as much bias out of our decision making as possible. Your supervisors will be encouraged to form their own opinions of employees, instead of just taking the word of others…and then getting into big and expensive (this one very expensive) trouble. - 11:06

#10. The poisoned workplace. This human rights case from B.C. applies to any workplace, but it’s especially effective in addressing certain behaviours found in many Canadian male-dominated workplaces. Lots of Canadian workplaces feel they are rather exempt from normal laws because “everyone acts that way.” It’s not really bullying or discrimination when everyone goes along with it, right?!? This case even adds the element where the complainant isn’t exactly a saint in his dealings with others at work, yet it explains the power of Canadian human rights legislation and how employers can be exposed to expensive litigation. But it’s the role of management that really gets attention. If your workplace is in need of improvement, and you want your supervisors to lead the way, this may be the video to watch and discuss. - 10:33

#11. When the bully is the manager. This wrongful dismissal case from Ontario is not only significant, but it got a lot of press at the time. We don’t expect one of the largest companies in the world to get caught being so wrong and doing so much damage to an employee (who was a supervisor). And don’t be fooled by the appeal court substantially reducing the financial penalties, because the end result was one of the highest awards from Canadian courts for this kind of inappropriate workplace behaviour (seems the original jury was thinking more of American decisions). This case will help anyone in your management line to know that if caught, bullies can cost a workplace a fortune…not just in money, but in time lost dealing with the lawyers and everyone else. - 12:36

#14. Discipline due to social media postings. This labour arbitration case from Ontario has the important message of being careful what you post on social media, but for supervisors, it has another message…even more important. This employer wanted to be firm with postings from three employees and the end result seems rather logical for two of them. But for the third one – who this case was about – it came down to the previous inappropriate actions of one of their managers. The employee ended up with a very severe form of discipline, but not as severe as the company wanted, due to the manager’s previous behaviour. The message comes through loud and clear: if you want to hold employees to a high standard, your supervisors better be exhibiting that same high standard. - 9:31

#15. Accommodating a pregnant employee at work. This human rights case from Alberta deals with a very common form of discrimination and litigation in Canada: pregnancy. With so many Canadian women being denied employment opportunities because they are pregnant, or they could possibly become pregnant, supervisors need to be doing the right thing, or take a chance their workplace could wind up in litigation. Supervisors should know what they can and can’t do when it comes to possible discrimination against women due to pregnancy, possible pregnancy or raising children. This case gets them thinking about simple ways they can accommodate a pregnant woman when modifications may be necessary for the health of her and her child to come. - 7:13

#18. Will quick action save a company from liability? This human rights case from New Brunswick helps supervisors know exactly how careful they have to be when dealing with sexual harassment or any form of human rights harassment or discrimination. This employer was given high praise for the actions he took, so it may come as a surprise why the company ended up being liable at all. There’s a principle from the Supreme Court of Canada that “management is ultimately responsible” for the actions of their employees. This case is a perfect example of how that is true and how serious the courts and tribunals are about upholding this principle. It’s likely a great case to have your supervisors and managers being more proactive, so they don’t get caught being reactive, and in the process perhaps miss something. - 12:44

#20. When a workplace apology works wonders. This B.C. human rights case is a great one to teach supervisors and managers. Since you don’t want employees at any level to be afraid of making any mistakes, this case lets us know that when we screw up, even as supervisors, we can do our best to make things right. This case won’t condone inappropriate jokes, but it will allow people to realize they can learn from their mistakes…and move on. The notion of “reasonableness” is important in Canadian workplace human rights legislation and this case really sets out what is reasonable and what is not. - 10:21

For each of these videos, Stephen has prepared “Lesson suggestions,” helping you with ideas and even questions to help you deliver stress-free in-house training. You don’t have to re-invent the wheel, but you are strongly encouraged to add the important elements of your workplace policies, procedures and most of all, culture. Supervisors and managers especially will appreciate the added education.